Saturday, June 4, 2016

HR Melinda Case Study solution

The Case “Melinda,” shouted Toran to the company’s HR specialist, “I’ve got a problem and you’ve got to solve it. I can’t get people in this plant to work together as a team. As if I don’t have enough trouble with our competitors and past-due accounts, now I have to put up with running a zoo. You’re responsible for seeing that the staff gets along. I want a training proposal on my desk by next week.”

Questions :
Assume you are Melinda,
 a. Is training the solution to this problem?
b. How can you determine the need for training?
c. Summarize how you would conduct a needs assessment.
d. How should an organization assess readiness or not readiness for learning


1. Melinda Problem – Needs assessment
a) Training is not the solution to all the problems. In this case the problem is incompatibility and non-co-operation among team members. This may be the result of conflicting goals, different status levels, varied knowledge levels, personal or task related conflicts.  The only problem that can be bridged with training is the “knowledge Gap”. Knowledge here doesn’t just mean knowledge of the subject but also knowledge about the members and their personalities. Determining the kind of knowledge gap would enable Melinda to design a behavioral or experiential training based on the requirement.
The training needs can be assessed by three different analyses – Organizational analysis, Person Analysis and Task Analysis.
b) Needs assessment can be conducted by the following method:
The Organization Analysis can be done by determining the Firm’s strategy, resources available for training and management’s view about training. This would give Melinda information about the environment and hence help her determine whether training is required.
The Person Analysis can be done by identifying all the variables that can influence performance. The primary variables are ability, skills, attitude and motivation. This would give Melinda information about the people involved, the ability and willingness to be trained and hence who needs training.
Melinda should perform task Analysis to determine the employees KSAOs. To understand the Team’s shortcomings this analysis is necessary. She should do this by determining the conditions in which the team members work. Time constraints, Equipment involved, safety issues and performance standards should be determined to understand the task in detail. All these details can be collected by making employees answer a short questionnaire about the job and the responsibilities involved. This will enable Melinda to determine what subjects should be covered in the training.
3. Training in my recent job:
I was a pre-sales consultant in the last job I held. The job profile included understanding client requirements, Designing solutions, building business propositions and transferring knowledge between client and project implementation team.  I received two types of training initially and an ongoing training which are described below:
1.       Initial Training:
The company provided a week long training program to help us understand the organization, its structure, vision and fellow employees. It also provided a knowledge refresher course to fulfill the job requirements.

The second type of training was on the job training. We were asked to shadow senior employees in the organization to understand everyday activities and also learn more about the job requirements. This also helped us identify in which areas we needed to concentrate and work more.
2.       On-going Job Training:
This was done through E-learning method. We were required to study and take a half hour long test every month on a particular job related subject. The material was available to us online. This method also tracked our knowledge levels on a particular subject and hence helped the organization do performance appraisals on our ability and skill levels.

2. Planning the training Program for Fresh Fish:

7. Evaluating Success of Evaluating Employee Training Programs in the manufacturing company:
I would evaluate the success of the training by conducting an exam on completion of the training program. This will not only allow the organization to determine the success of the training program but ‘ll also let the employees understand what they know and where they should improve. This exam would be conducted right after the training.
To track the application of knowledge and skills learned, I would do make “ability to understand and improve after training” as one of the characteristics employees are rated on by peers and superiors. This would act as an external motivator to push employees to learn continuously and also apply the knowledge. If an individual doesn’t apply the knowledge, people will not know whether he/she has gained the knowledge and hence will rate the person poorly in assessments. Therefore, this would be included in the evaluation process.
11. Before, during and After training to enhance transfer:
Before Training: -
·         To enhance transfer the objectives should be clearly communicated to the people attending training program. This will enhance their interest and involvement and hence is important. The objectives should also be communicated to the supervisor for effective tracking of improvement  during and after training.
·         To increase participation levels assign tasks prior to training. Teach trainees all important dimensions of the job and provide guidelines for the training.
·         Emphasize either a formal Contract or informal contract that will be binding and act as an external force to ensure people learn during training
·         Problem solving sessions and support sessions will help increase understanding of the problems people can expect. Also creating a positive work environment that gives performance opportunities and ample feedback will help increase the learning and hence transfer
·         Assessment Test s – This should be given at a later stage after the training to correctly measure the amount of knowledge that’s been gained by individuals.
·          Incentives – Tying incentives to the amount of knowledge gained will motivate employees to learn and apply the knowledge attained through the training.


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